Now, in economic crises times, the kind of things you're looking at is it's generally harder to get capital, revenue growth may be more, revenue lines may be unstable or growth may be less easy to predict that you're going to get to. And so what you do is you take a certain conservative approach of when, as all entrepreneurs should do, you plan for both good luck and bad luck, you put extra time on, "Okay, if I have bad luck, what do I do about that?"

Make sure a certain percentage of the people that you're hiring are generalists so that you can be, kind of reconfigured in the workforce pretty easily.

In crisis times, it's actually not more difficult to motivate your staff, because everyone gets much more focused on how they control their own economic destiny. So, what you do is you have clear communication, which is always a good leadership technique, and you talk about how you can build something good and strong in the future, and how you can work together in order to do that.

Not only CAN anyone be an entrepreneur, but they MUST be.

All humans are entrepreneurs not because they should start companies but because the will to create is encoded in human DNA.

When I'm raising money, this fundraising, I'm thinking about the next fundraising. I'm thinking how I'm set up for it.

It's useful to be able to recognize whether you're on track or not. To have that belief, but also paranoia about am I tracking against my investment thesis.